本深度報導論文藉由瞭解與比較La new熊、誠泰Cobras這兩支今年重「新」出發的職棒新軍與中華職棒第一品牌兄弟隊的成它瞉P做法,為台灣職棒行銷的未來發展策略提出建議。研究結果發現,由於台灣職棒市場規模較小,以及職棒放水黑霧、兩聯盟惡性競爭等市場外部因素囿限,造成以兄弟象為首的四支老球團仍以對成本錙銖必較的「淺碟」經營模式為主,如此模式不可諱言在過去幾年市場機能失靈的年代確有其必要性,但若要「長治久安」,還要參考誠泰Cobras與La new熊著重發揮集團縱效、服務品質與經營地方的市場新進策略。研究建議:一、職棒行銷應回歸著重於達成行銷效果目標設定的目標達成率;二、職棒經營應效法表演娛樂產業;三、如何讓台灣職棒從「生意」層次提升至「文化」層次,將是職棒產業上從政府、下至經營者以及媒體未來耕耘的方向。
This thesis aims to find out a more proper way for the marketing strategy for CPBML via comparing with the differences on those of Macoto Cobras, Lanew Bears and the existing leading brand, Brother Elephants. It is found that owing to the relatively smaller scope of the market size and once dysfunction of the market, entrepreneurs tend to adopt the cost-down strategy, which seems not an appropriate way to sustain a healthy and everlasting business. This thesis concludes by providing the following suggestions for marketors of CPBML: 1. Taking ROO(Return on objectives)as the strategy on marketing decisions. 2. Implementing the ingredients of Show business. 3. Elevating the “business” onto the “culture”.